Why Tackling Underperformance Drives Engagement and Culture
The Hidden Cost of Avoiding Hard Conversations
Regina Ross, Chief People Officer at Khan Academy, writes in Lattice’s “How Addressing Underperformance Actually Increases Engagement” that managing low performers can be heartbreaking and uncomfortable. Yet ignoring poor performance is a form of organizational debt that accumulates over time. In good economic times, companies often redistribute work and avoid difficult conversations. But during downturns, every inefficiency becomes visible, and the morale cost of underperformance becomes impossible to ignore.
Defining Underperformance
Ross explains that chronic underperformers lack the skills, motivation or soft skills to succeed. A trickier group is the “low‑ish” performer: individuals who meet the basics but exhibit inconsistent effort, reluctance to take initiative or resistance to feedback. High performers may see flashes of potential and feel guilty about addressing issues, but these sporadic positives don’t outweigh consistent shortcomings.
When managers fail to address inconsistent performers, it lowers the bar for everyone. Team members notice that subpar work has no consequences, which diminishes their own drive to excel. High‑performing employees, who often carry a disproportionate share of work, may become disengaged when they see a lack of accountability.
Engagement Through High Standards
The article argues that managing out underperformers sends a powerful message: the company is committed to excellence and values high‑impact employees. This isn’t about being harsh. Ross notes that the kindest thing leaders can do is set clear expectations, give honest feedback, and hold a high bar. Addressing underperformance is a strategic investment in culture and a key to retaining top talent.
The Role of People Leaders
Chief People Officers and HR leaders play a crucial role in balancing high performance with high engagement. Ross emphasizes that perks and benefits aren’t enough; what resonates with top performers is effective leadership, a respected peer group and trust in managers. Coaching managers through the performance management process helps them deliver feedback with empathy and clarity.
Building a Culture of Accountability and Engagement
- Define expectations early: Use clear job descriptions and role competencies so employees know what good performance looks like.
- Provide consistent feedback: Regular one‑on‑ones and check‑ins help surface issues before they become chronic. Document progress and address patterns of low effort quickly.
- Support and develop: Before considering termination, offer targeted support, training and coaching to help employees meet expectations.
- Make tough calls when necessary: If sustained efforts show little improvement, managing out underperformers protects team morale and signals a commitment to excellence.
Putting Accountability Into Practice
Addressing underperformance isn’t just about removing low performers—it’s about creating an environment where excellence and engagement reinforce each other. A unified talent development system like AXELL helps managers document expectations, gather feedback from peers and monitor progress over time. By integrating performance reviews, coaching notes and engagement surveys in one place, you can identify “low‑ish” performers early and provide support before morale suffers. When accountability is paired with development, teams stay motivated and high performers know their contributions are valued.
If you’re looking to build a culture that balances empathy with accountability, explore our performance management tools to see how AXELL empowers managers to deliver clear expectations, give feedback and nurture high‑performing teams.
